Transforming Tanzanias Charcoal Sector Charles Meshack Executive - - PowerPoint PPT Presentation

Transforming Tanzania’s Charcoal Sector

Charles Meshack Executive Director Tanzania Forest Conservation Group 22nd November 2016

Workshop Objectives

• To enhance stakeholder understanding of recent changes in policy and

practice in local government and in the energy, forest, environment and land sector in relation to charcoal and fuelwood.

• To promote stakeholder dialogue on how to break the policy silence on

measures to enhance the environmental sustainability, good governance and energy security for charcoal and fuelwood.

• To share recent progress and lessons learned from piloting sustainable

charcoal production in Morogoro Region.

• To agree on priority policy changes needed to enhance the

environmental sustainability, good governance and energy security the sectors in relation to charcoal and fuel wood.

Workshop Rationale

Key issues identified by stakeholders in 2015

• 1. Absence of a supportive policy environment;
• 2. Low investment in the sector;
• 3. Misconceptions and lack of awareness;
• 4. Expense and complexity of the land use planning process; and
• 5. Informality of the sector

February 2015: TTCS National Workshop for Exploring the Evidence, Mapping the Way Forward and Planning for Future Actions for Developing Biomass Energy in Tanzania

Why the focus on policy?

1. Top priority for stakeholders in 2015. 2. Time of important policy change in:

• Forest
• Environment
• Energy
• Climate change

3. New Government committed to improving governance. 4. Research highlighting relevant policy gaps and emerging trends.

About the

Transforming Tanzania’s Charcoal Sector Project

Project Goal A pro-poor and climate resilient transformation

• f the economics and

governance of charcoal and other forest product value chains

Policy Practice

Research + Communication + Advocacy Implementation

Project Partners

Location of piloting activities

Kilosa District

• 20 villages (including10

villages from Phase 1) Mvomero and Morogoro Rural Districts

• 10 villages

The MJUMITA Sustainable Charcoal Model Theory of Change

• Improved

livelihoods for forest-

• wning communities
• Better governance
• Less deforestation
• CC adaptation and

mitigation Organise producers and improve production efficiency Apply sustainable harvesting principles Sustainable charcoal production embedded in community based forest management Formalise village forest and land management and tenure

Step 1. Conduct village land

use planning and establish village land forest reserves

The MJUMITA Sustainable Charcoal Model

TTCS results 10 villages with village land use plans and village land forest reserves covering 64,000 ha

Step 2. Integrate

charcoal forest management units in the Village Forest Reserves i.e. areas designated for sustainable charcoal production TTCS Results 5,543 ha of woodland designated for sustainable charcoal production

Step 3. Map out coupes in each charcoal management unit and assess biomass

Step 4. Establish good governance for the reserves Permits issued based on annual harvesting quota for that year Transparent procedures for issuing permits and record-keeping Fees retained by the villages By-laws enforced rigorously TTCS Results: 8 villages in Kilosa operating the permitting system successfully. 8 more villages in the set-up phase.

Step 6. Train producers in good governance and sustainable production. Groups are registered with TFS. Step 7. Traders order charcoal from accredited producers, pay village and District fees and

• btain transit permits.

Step 8. Transporters demonstrate that the charcoal has been sourced legally from a sustainably managed VFR for exemption from TFS royalties at natural resources check-points along the highway. TTCS Results: Over 500 producers trained and 1,480 tonnes of charcoal produced and sold

Regeneration is based on coppicing.

• 70 to 100 % of harvested

stumps in wet miombo woodland will coppice;

• faster than growing from

seed as root stock is already well-developed. Step 9. Charcoal forest management units are managed to allow natural regeneration

• ver a 24 yr

harvesting cycle.

Revenue distribution in 8 productive villages 2014 - 16

Village $140,000 District $11,336 Producer $90,000

Village fees pay for reserve management costs and community development projects

Absence of a clear, consistent national policy on charcoal Land and agricultural policies promoting conversion of natural woodland to agriculture Structural challenges within the forestry sector that are contributing to deforestation on village land Project villages are an island of legal, sustainable production in a sea of illegal / informal production.

• Production from the 8 villages is ~ 0.1 % of the ~ 1.3 million tonnes / yr of

charcoal consumed in urban areas. Producer incomes are still low. Villages are rapidly selling off their forest land to private investors.

Challenges and barriers

Experiences from TTCS project villages show that a formalised, sustainable charcoal value chain:

• is competitive even in the current market;
• can deliver significant revenues for community

development;

• can incentivise and enable communities to manage

large areas of woodland and forest on village land;

• can reduce deforestation.

Opportunities and enabling factors

There is significant potential for scaling up:

• Annual Charcoal Demand 2013 = ~ 2.3 million tonnes (according to BEST, 2014)
• BEST estimates that this required 350,000 ha of woodland
• 350,000 ha x 24 year rotation cycle = 8.4 million ha

i.e. at least 8.4 million ha of woodland under sustainable management is needed in

• rder to meet supply for the next 24 years or so.
• Area of woodland on village land = 21.6 million ha (2.3 million ha already under

CBFM)

A significant proportion of current charcoal demand could be met through sustainable production from the 21.6 million ha of woodland remaining on village land. It is not too late.

Opportunities for scaling up

Scale up sustainable charcoal production by introducing the model in villages in Mvomero and Morogoro Districts; Work closely with NFBKP III to scale up in other districts. Broaden the forest-based enterprises integrated into CBFM to include sustainable timber. Build stakeholder capacity to implement the model with a focus

• n local and central government.

Persuade other districts and initiatives to support additional communities to adopt the model.

Way forward - TTCS Phase II

Asanteni sana